Yosi Health · 2025 to Present · Story outline
Building the Experience Operating Model
This Yosi Health story explores how experience leadership connects product, people, processes, and strategy. It sits within my role as Head of Experience and Design, leading product vision, design, and research. The narrative below establishes the opportunity and approach; detailed decisions, artifacts, and verified impact still need supporting evidence.
Context
Experience quality depends on product, engineering, operations, customer success, sales, and leadership working together.
Opportunity
Build repeatable organizational capabilities alongside product design.
My role
Lead the experience and design team, report to the CEO, and manage the team budget. [NEED FROM LOGAN: specific ownership and collaborators for each workstream.]
Approach
Connect research, governance, experience standards, team development, and cross-functional delivery rhythms.
Key decisions and trade-offs
[NEED FROM LOGAN: the decision, alternatives considered, constraints, stakeholder alignment, and Logan’s specific contribution for Building the Experience Operating Model]
The work: artifacts and systems
Before / current context
[NEED FROM LOGAN: approved, anonymized source artifact with an explanatory caption]
After / proposed direction
[NEED FROM LOGAN: approved product, research, brand, or process artifact; label shipped, in progress, or proposed]
Impact and evidence
Platform scale describes the scope of the role. It is not a measured outcome of this individual initiative.
[NEED FROM LOGAN: verified outcome, baseline, timeframe, sample size, implementation status, and an approved supporting quote for Building the Experience Operating Model]
What is next?
Document an operating rhythm and a concrete example of how it changed a decision or delivery outcome.
[NEED FROM LOGAN: lessons learned and what Logan would do differently]